Publications / Reports

Project Risk Management – An Executive Concern

Actively Manage Risk to Deliver Capital Projects on Time and to Budget!

The main objective of this paper is to highlight how important it is for companies to proactively manage risk in the delivery of their capital projects to ensure that capital projects are completed on time and to budget. Risk management is one of those areas which is assumed to be well established in most companies, yet many projects suffer significant cost overruns and delays, so it is worth asking the question why is the risk management process failing? We have also highlighted in this paper how some of the softer aspects / risk culture is as important as some of the harder aspects, such as processes, methodologies, etc. In some of our recent client engagements we have helped clients understand their risk exposure at a project portfolio level and take the right decisions for the organization as a whole.

Released: May 2013

Download File Project_Risk_Management.pdf (.PDF, 2.0 MB)

Utilities Online - a Case Study of Italy

How Utilities Compete on the Web to Capture and Retain Customers

“The dynamics of online competition are affecting the gas and power retail markets. The number of different offers, their widespread accessibility and increasing energy costs has caused a transformation in customers' behavior that is already noticeable in other industries. The growing willingness of consumers to change supplier has significantly increased switching rates in major European countries and is leading operators to review their approach to communicating with customers. Arthur D. Little analyzed more than 100 web offers, related to domestic and small business markets, in order to capture new customer oriented strategies”.

Released: May 2013

Download File ENRUTL_Utilities_Online_EN_2013.pdf (.PDF, 559 Kb)

New GDP guidelines: looking beyond

Regulatory changes of Good Distribution Practice (GDP) of Medicinal Products increase complexity

In 2013, the EU-guidelines on GDP of Medicinal Products for Human Use have been augmented: Now for example, the required storage conditions of pharmaceuticals are to be maintained during transportation. In addition, new requirements apply concerning cleanliness and security of any intermediate storage facility. Although increasing complexity these specifications create space for opportunities such as differentiation or benefit from cost advantage over competition.

Released: May 2013

Download File ADL_HC_Insight_EU_GDP_Guidelines_2013.pdf (.PDF, 172 Kb)

Launch excellence for new medicines

Global challenges require new approach for market entry

After years of low productivity, R&D in leading pharmaceutical and biotech companies is starting to deliver on its promises and the number of New Molecular Entities (NMEs) approved by the US FDA has leveled out. Once approval has been gained there needs to be a launch. However, complexity of global market access has substantially increased. In this viewpoint, Arthur D. Little assesses the key success factors for launch excellence in times of global market access challenge.

Released: April 2013

Download File HC_2013_Launch_excellence_global.pdf (.PDF, 825 Kb)

Arthur D. Little - Exane BNP Paribas report 2013

4G - going faster, but where?

The 12th edition of the joint annual report by Exane BNP Paribas and Arthur D. Little focuses on 4G LTE. We held 91 meetings in the telecom-media-technology arena, across 15 countries.

Overall, 4G is unlikely to restore pricing power in the European mobile industry. We see no capacity shortage before 2020 and differentiation is elusive, with spectrum imbalances in favour of challengers. European telecom operators‘ revenues will further decline by -1.8% pa until 2016.  

If you would like your own full copy of the report, please contact Isabelle Tisserant.

Released: April 2013

Download File Arthur_D_Little_Exane_Study_Executive_Summary_2013.pdf (.PDF, 518 Kb)

A Glint in the Eye of the Customer

Outstanding “Wow-Effects” Through an Innovative Customer Journey

Today, differentiation from competitors by just delivering a failure-free customer journey across all touch points is not enough anymore. Companies need to take Customer Experience Management (CEx) to the next level and surprise customers with outstanding “wow-effects”. Arthur D. Little showcases a methodology to design such effects of high appreciation and positive astonishment, by the implementation of a service innovation process that ties the customer’s emotional response to a product or service.

Released: March 2013

Download File S_O_2013_CEx_Service_Innovation.pdf (.PDF, 843 Kb)

Arthur D. Little’s Global Innovation Excellence Survey

Getting a Better Return on Your Innovation Investment

Arthur D. Little completed its 8th Global Innovation Excellence Study, a global, cross-industry survey of trends and best practices in innovation management. Uniquely, this study explores in some depth the processes and approaches used by companies for innovation management, shows how these contribute to innovation success, and enables participating companies to benchmark themselves against their peers. Drawing on over 650 responses across 2010 and 2012, the study sheds new light on the basic key question: What are the important innovation management techniques to invest in to achieve a better return on innovation investment?

Released: February 2013

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Download File TIM_2013_Innovex_Report.pdf (.PDF, 2.7 MB)

Energy Efficiency

Capture growth while managing the risk of over-engineering

There is a clear trend towards improved energy efficiency in industrial products and systems. The trend is driven more by market factors than by governmental intervention. Leading companies are setting energy efficiency targets and launch development programs to deliver more energy efficient products and systems. We see opportunities to capture growth in this area, but also a risk of over-engineering. In this viewpoint we share our thoughts on how to balance your product and service development program for growth and value.

Released: January 2013

Download File ADL_Energy_Efficiency.pdf (.PDF, 900 Kb)

Inbound Supply Chain Development: being in charge beyond the first supplier interface

How to develop lean and agile supply chains

As manufacturing companies shift towards buying on a system level rather than component level, driven by outsourcing and low cost sourcing strategy, the inbound supply chain becomes somewhat of a “black box” with little transparency beyond the first tier supplier interface. These supply chains, often complex, stretching over several geographical and organizational boundaries, have made it increasingly challenging to respond rapidly to changes in market demand. Arthur D. Little’s experience is that companies which take control and use a systematic approach for inbound supply chain development (SCD) can achieve high flexibility in supply chain and still reap the fruit of outsourcing and low cost country sourcing.

Released: December 2012

Download File ADL_Supply_Chain_Development.pdf (.PDF, 1.0 MB)

U-Channel Retail

“Ubiquitous, Universal and Unique”

The retail landscape is undergoing major changes driven by external trends and due to a challenging economic environment, spending and recovery continues to be challenging.

Tomorrow’s customer wants to complete purchases when they want and where they want – and rapidly evolving mobile and online sales platforms enable this. In response, retailers are adapting their business models and we are seeing the appearance of U-channel retailing.

Released: December 2012

Download File ADL_U_Channel.pdf (.PDF, 1.9 MB)